Engaging the thinking by means of experience (e.g. simulation) and reflection, and

Triggering new behaviours through interaction between peers.

This way the change pushes boundaries enterprise-wide and bridges between local initiatives gradually.

* A double bind is an emotionally distressing dilemma. This creates a situation in which a successful response to one message results in a failed response to the other (and vice versa). The double bind occurs when the person (or group) cannot confront the inherent dilemma, and therefore can neither resolve it nor opt out of the situation.

"...concepts about the world are culturally embedded: they don’t make sense in isolation."

Alan Fiske, anthropology at the University of California, Los Angeles

Success

Retention; growing autonomous behaviour where peers, teams and units keep improving when tensions are encountered, and

Referral; growing viral engagement of other peers, teams and units

DUCTU offers change leadership services

uniqueness - Nurture PROFOUND CHANGE

“...if you want to get people to coordinate or change their behaviour, you have to first and foremost deal with the existing web of relationships, rather than treat people as isolated individuals.”

Alex Pentland, Social Physics: How good ideas spread

Manage the delay!

"Don't push change, remove the factors limiting growth."

Peter Senge, the fifth discipline: The art and practice of the learning organization

The delay between acting and observing the results creates tensions (e.g. polarity, discouragement, disorder and time pressure).

The common thinking model causes blindness to the existence of this delay.

Every unresolved tension hinders building a shared understanding, thus becoming a seed of future failure.

Create a network for change

Successful change is based on a healthy network of peers that influence each other in a positive way.

Genuine Engagement of people can be measured as a network effect; vitality and retention.

But, who moves first?

In order to develop new intuitions one needs to experience and engage in new thinking. Initially Simulation, sharing experiences and observing action can trigger new behaviours. These are catalystssolving the bootstrapping problem; 'who moves first?'.

"Intuitions come first, strategic reasoning second"

Jonathan Haidt, the righteous mind

mentor Leadership

"When we attribute behaviour to personality, we lose sight of how the structure of the system shaped our choices."

John D. Sterman, MIT, Influencing structures and beliefs

Offer guidance on

Engaging people, by bringing together their rational and their intuitive thinking, giving them a new experience to influence their mindset,